Robust Optimization Models for Volunteer Scheduling

In this age of hyper competition, firms need to create and sustain a competitive advantage. To achieve this, firm’s need to constantly focus on the identification of differential product strategies, building or reshaping core competencies, acquiring unique technologies and accumulation of intellectual property all of which can all be harnessed to make the company successful in a highly competitive marketplace. Identification of what actually constitutes as a core competence has been a subject of debate over the past 20 years and much literature has been dedicated to this problem. This problem has become even more complex in recent years with the advent of globalization and the birth of the information super highway which has given access to more competitive, environmental or technology information than ever before. One key model was developed in the 1980’s to describe core competencies as unique resources and capabilities. It was known as the resource based view of the firm. Therefore, using this model as a foundation, it is the intent of this research is to analyze (i) which key organizational levers influence the competitive advantage(s) of a firm, (ii) to propose recommendations how 21 st century high technology firms can strategically manage their resources and capabilities for a sustained competitive position and (iii) validate and quantify the general perception of the relative importance of these organizational resources and capabilities using an online survey and statistical analysis techniques. This research study focuses on the cross-industrial best practices in the context of the resource based competitive advantage model of the firm. It identifies managerial levers, tools and systems which all collectively combine to influence a firm’s ability to sustain its core competences and therefore its competitive advantage. Specifically, contemporary techniques are discussed that provide credible, accountable leadership, high performance recruitment, & employee rewards, retention of creative people, building a more engaged workforce, improved strategy definition and more balanced execution tools. Overall, it is concluded that it is necessary that 21 st century firms adopt a more agile and customer centric approach to identifying new markets and future products. To achieve this requires firms require a new level of employee engagement, improved market viability and also an investment in the necessary infrastructure to secure a deeper level of mutual trust with the firm’s key customers. Firms will need to take a longer term perspective in building resources and capabilities that provide the highest entry barriers for competitors. Once attained, these higher levels of trust and differential technology can open up opportunities of maintaining a higher margin business and so securing a sustained competitive advantage.